Rogers 2014 Annual Report Download - page 8

While our customers commend us for our products and innovation,
we would be the first to admit that we haven’t consistently met our
customers’ expectations for excellent service. That is why customer
service is a core pillar of our Rogers 3.0 strategy. We are committed to
improving customer experience and have started the journey to do so.
AT ROGERS, WE UNDERSTAND THAT DELIVERING EXCELLENT CUSTOMER
SERVICE IS AS IMPORTANT AS PROVIDING INNOVATIVE PRODUCTS,
SERVICES, AND THE FASTEST AND MOST RELIABLE NETWORKS.
Many companies talk about improving the customer
experience in aspirational terms. Here at Rogers, we are
undertaking a complete bottoms-up review and reset
of nearly every touchpoint our customers have across
the business.
In order to give this critical initiative the focus and
resources it requires, we have brought customer service
together as a distinct team within Rogers; it has more
than 9,000 dedicated employees spanning all customer
touchpoints reporting directly to our Chief Executive
Ocer. We’ve hired Deepak Khandelwal from Google
Inc. as Rogers’ first Chief Customer Ocer.
This new team has already implemented specific tactics
to build momentum quickly and we are measuring our
progress with proven metrics that are already embedded
in performance targets across the organization.
Overhauling how we deliver customer service won’t
happen overnight. It is not simply a matter of hiring
more call centre sta. It’s a fundamental rethink, from a
customer-centric perspective, of all of our underlying
processes, policies, plans and systems. Our teams of
operational experts are unraveling and documenting
thousands of commercial policies, processes and
procedures accumulated over decades of rapid
growth. While these individual fixes made sense when
introduced, the complexity they’ve created as they’ve
accumulated over time often prevents us from doing the
right thing for our customers and has detracted from our
ability to be ecient, flexible and agile.
As we unravel, rationalize and simplify these
commercial policies, processes and procedures, we
will institutionalize them into our IT systems. Just as
importantly, we’re investing deeply in training and
development, so our frontline employees can deliver
consistently positive customer experiences. Finally, we’re
committed to making sure our customers find our plans
simple and easy to understand, and that our product
interfaces are intuitive and user-friendly.
Part of consistently delivering an excellent customer
experience means thoroughly understanding our
dierent customer groups’ unique needs. Addressing
these diverse needs requires flexibility and agility.
Increasingly, customers will prefer to do more over
the web, though some still will want to speak with a
representative by phone or face-to-face in a retail
location. Technology has enabled our industry to
present more and more web-based and app-based care
capabilities so customers can self-serve instead of calling
or visiting one of our locations. We’re working hard to
deploy more and simpler online self-service options so
customers can make the changes they want, wherever
and whenever it’s most convenient for them, all while
increasing operating eciencies and reducing costs
for Rogers. Of course there will always be customers
who will contact our call centre because they are most
comfortable with a human interface. We understand that
dierent customers have varying needs, so we will cater
to all customer groups through capabilities, policies and
customer experiences unified across all channels and
touchpoints.
Customer experience is a journey and not a destination;
customer needs and preferences are always changing
and our job is to lead and anticipate these changes.
The history and mindset of our company is about
innovation and winning. Winning the hearts and minds
of our millions of customers as we go forward is at the
top of our priority list.
OUR CORE PILLARS OVERHAUL THE CUSTOMER EXPERIENCE
4 ROGERS COMMUNICATIONS INC. 2014 ANNUAL REPORT